NASA/Goddard Space Flight Center (GSFC) Heliophysics Line of Business Manager 2008-Present
In my current position at Goddard am responsible for the strategic planning and acquisition of new business predominantly in Heliophysics, but also responsible for new work associated with Space to Ground communication and technology associated with spacecraft navigation. Organizationally this position reports at the Center Director level. My daily responsibilities in this position are awareness of future proposal opportunities, strategic alignment of resources to acquire new work including the management of Internal Research and Development funding to develop new technology and space mission development. Although opportunities in these three areas are currently limited, I have won significant new work for the center including a step 1 Explorer proposal, several Cubesat missions, and the exciting new Laser Com Relay Data (LCRD) mission which is over $300 million dollar effort.
I also enjoy proposal development and writing and have done this since 1996 and will occasionally manage a proposal to maintain my skills. The proposals that I have completed are:
Medium Explorer- Swift (1998) was selected for flight and launched in 2004 (Over $300M project), SMEX-GEMS (2008) was selected for flight development in 2010($150M project), Mars Trace Gas optical instrument (2010) was not selected but was the highest ranked proposal, Discovery Venus proposal (2010) Not selected because Venus was not priority that round, Explorer- ASTRE (2011) Selected for Step one and led the step two development (2011-2013), SOFIA instrument (2011), not selected, Earth Venture Sub Orbital (2010) not selected, Laser Communication Relay Demonstration Mission
(LCRD) (2011) was selected for Flight development (0ver $300M project), and a Mars 2020 instrument proposal (2014), and an Astrophysics Small Explorer Mission (2015)
NASA/GSFC Geospace Project Manager 2006-2008
Competitively selected as the Geospace Project Manger within the Living with a Star Program Office. As the Geospace Project Manager was the Radiation Belt Storm Probe (RBSP) (post launch named the Van Allen Probes) mission manager reporting to the Living with the Star (LWS) Program Manager and working directly with NASA HQ. I also served as the NASA COTR for the LWS contract with APL. This is a $650 million contract which has various NASA wide tasks and mission assignments. This was also a supervisory position.
NASA/GSFC Explorer Program Office/WISE Mission Manager 2004-2006
Mission manager for the WISE mission. As the mission manager was responsible for Explorer Program technical and financial oversight of the mission development with UCLA where the PI resides and the Jet Propulsion Laboratory (JPL) in Pasadena, Ca., where the project office and mission implementation occurred.
Swift Project Manager 1997-2004
Proposal/Project Manager for the SWIFT mission. Was the proposal and development manager for the Swift mission from day one. Led all of the design and various mission trades, wrote the RFP and led the procurement for the spacecraft
provider. Led the required two step proposal effort and site visit. Swift was also an international mission with the United Kingdom and Italy. I negotiated the International agreements for the instruments and ground station usage in Malindi, Kenya with the countries representatives and was the technical POC for HQ when the MOUs were negotiated via the State
Department. One of the many favorable comments that was received on the Swift proposal from the debriefing by NASA HQ official was that, “Swift was the perfect proposal”. The mission was selected in November 1999 and I was appointed Project Manager. After selection lead the mission team through Phase B and mission confirmation to the critical design review (CDR). Large cost over runs of the Goddard in-house instrument resulted in a re-organization of the project team and was requested by center management to stay on as the DPM. Swift was successfully launched in November, 2004, and is one of NASA’s most successful scientific observatories, it is still operating today.
NASA/ GSFC TRACE and FAST Mission Manager 1989-1997
Mission Manager for two Small Explorer (SMEX) missions, FAST and TRACE. As mission manager for the in-house spacecraft, was responsible for the design, build, Integration, test and launch of the missions. The FAST mission was selected in 1989 and was completed within schedule and under budget but was delayed for launch twice for two years due to Pegasus launch vehicle problems. After the first launch delay in 1994 was asked to manage TRACE which was selected in the second round of SMEX Announcement of Opportunities (AO). TRACE was successfully launched in 1998 on time and under the allocated budget.
NASA/GSFC Systems Safety and Systems Engineer 1983-1989
Held various systems engineering positions on projects such as the Cosmic Background Explorer (COBE), Gamma Ray Observatory (GRO) renamed the Compton Gamma Ray Observatory (CGRO) after launch, EGRET, a Goddard gamma ray instrument on CGRO. On COBE was the systems safety and verification systems engineer. Was involved with COBE when it was a shuttle launch and carried over to the Delta redesign after the Challenger accident. Was also the systems safety engineer for the EGRET and GRO mission which launched in 1991.
NASA/ Johnson Space Center Systems Safety Engineer 1980-1983
Performed various safety analyses of the Space Shuttle in preparation for the maiden flight of Columbia in April 1981 through the launch of STS-7. Reviewed design changes to shuttle systems and made recommendations to senior management. Was also assigned as the safety manager of the Orbital Experiments (OEX) program and the Centaur upper stage, which was being redesigned at that time to fly on the shuttle.
George Washington University 1985-1988 MS Engineering Management (1988)
Boston University 1975-1979 BS Aerospace Engineering (1979)
The unique skill set that I offer an employer is a complete end to end understanding of the requirements, and challenges of formulating and successfully completing a complex NASA project. I also have demonstrable organizational and team building skills with a keen understanding of focusing a diverse team on accomplishing a shared goal. I like the challenge of acquiring new work and understanding the strategic planning and implementing the investment process required to position an organization to be competitively selectable. I especially enjoy leading the acquisition/proposal process and submitting a winning high quality proposal.
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